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 <div data-pmr-editable="" class="medium-editor-insert-plugin">The story of <a href="https://www.leadersgb.co.uk/members/kevin-hewlett">Kevin Hewlett</a>, Director and Owner of <a href="https://haleplace.co.uk/">Hale Place Care Solutions</a>, reminds us that it’s never too late to find your passion and that sometimes, the most challenging beginnings can lead to the most rewarding journeys.“I’ve got a colourful history, I lived on the streets and in squats for a short period and then luckily, I ended up getting a job in the bank where I did well.” This job, he says, put him back on the path, allowing him to continue his education and opening up opportunities he is very appreciative of.Despite his success in the banking sector, including three promotions and a stint working in the City, Hewlett felt something was missing. “I realised financial life wasn’t for me,” he admits. This realisation led him back to university and then into the insurance industry. Yet, the same feeling persisted. “There was something not right and I have to have a passion for something,” he explains.It was during this time that Hewlett discovered his true calling. “Whilst I was working in the insurance industry I used to go finish for the weekend and work night shifts at a care home on Friday night and Saturday night. Just as a care worker doing hands-on personal care,” he recalls. “And I realised this was something that, for some reason, I gravitated to.”From that point forward, Hewlett knew his passion lay with people and helping people more than making money. “That was where my focus became at a very early stage. And that was around the age of 27,” he says. From that point, Kevin had the concept of Hale Place. “You need to find something that you have a passion for because the only way I believe I could improve was to have a passion behind it,” he advises. “And you have to have a love for life.”Hewlett’s passion for care has not only shaped his career but also his approach to leadership. “As a leader, one of the big challenges was getting the right people around me. That’s the only way that I was ever going to achieve the objectives that I had for the care home from the outset,” he shares. The Ideal Leader in the Care SectorIn the care sector, Kevin believes that leadership is about more than just managing people. It’s about inspiring them to continuously develop and improve. “First and foremost, being ethical, having good ethics and integrity is paramount,” he says. “My values are to ensure that my clients and my staff and the clients’ health and well-being is uplifted and they have meaningful lives.”Hewlett’s approach to leadership is rooted in his belief in the power of personal development. “I think it’s about being a good coach,” he explains. “If you inspire people to continuously develop and improve, you’re gonna be surrounded by people that showcase your leadership.”This focus on development extends to his staff at Hale Place. “I’ve been blessed with having good people around me,” he says. “I understood the value of training and development, so I went into that area of work as well, again whilst running the care home side by side with a training company.”Hewlett’s commitment to development has led to a culture of continuous learning within his organisation. “We’ve probably got the highest percentage of employees with a Level 3 qualification within a care home within the country,” he shares. “And then I’ve got a lady now who’s come to us to ask to go to Level 4 and she’s starting in September.”But it’s not just about qualifications. Hewlett believes in the importance of recognising potential and creating opportunities for his staff. “Occasionally we create jobs that don’t exist,” he says. “So if we see someone with great potential and we want to motivate and inspire, we’ll just create the senior position anyway and get an extra one in.”Challenges in the Care SectorKevin is no stranger to the challenges that the care sector faces. “We know that financing and staffing have never been on a path of where they should be to provide quality care,” he explains. “You can’t do that without staff, which we’re short of anyway. But you can’t do that without money because in dementia care, that’s more of a one-to-one or one-to-two staff ratio.”Despite these challenges, Hewlett remains committed to providing quality care for his clients. “We are privately funded. But when someone’s money runs out, we do not move them on, that’s inhumane,” he says. “If you move someone with dementia to another care home at a mid or late stage, that can be amazingly distressing.”Hewlett’s approach to these challenges is truly rewarding, as demonstrated through the success of Hale Place. “We are regarded as one of the premier providers in the country for giving meaningful lives to people with dementia.”Kevin Hewlett: A Legacy of Inspiration and AchievementWhen it comes to a legacy, Kevin has a clear vision. “I would hope that I’ve made a positive difference to people’s lives and to all those staff that I could inspire and help develop.”Hewlett takes pride in the fact that many of his staff have gone on to other careers within the care sector, attributing their success to the development and support they received at Hale Place. “We’ve developed people into nursing, the NHS, management positions, and other care homes,” he shares.Looking back at the numerous awards his organisation has received, Hewlett sees them as a testament to the hard work and dedication of his team. “One of the most gratifying things is just looking down there and seeing how many people in my organisation have contributed to a list of 24 awards,” he says. “A lot of staff with these awards say that if they weren’t in an organisation that believed, supported, and developed them, they wouldn’t have achieved the things that they have.”As he looks towards the future, Hewlett remains committed to making a difference in the care sector. His legacy, he hopes, will be one of inspiration, development, and meaningful change. “If that’s not inspirational, well, what is?”</div>

Kevin Hewlett exemplifies what it means to overcome adversity. From living in squats to working within banking, Hewlett eventually found himself at the forefront of the care sector. Now, Kevin is one of the UK's most successful leaders at the helm of Hale Place Care Solutions.

Kevin Hewlett A Resilient Ascent to the Summit of Excellence in Care

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/370139e09107eac0164201adfdad08e5.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Nicola MacGregor’s professional roots have their branches firmly in childcare. “I’ve always been in the sector,” Macgregor reflects.&nbsp;“It wasn’t a choice. It was something I’ve always known I’ve wanted to do.” This unwavering dedication to nurturing young minds is the driving force behind her ascent to Managing Director at Inspirations Nurseries.Despite never harboring ambitions of leadership, <a href="https://www.leadersgb.co.uk/members/nicola-macgregor">MacGregor</a> found herself naturally gravitating towards it after a decade in the field. Disillusionment with the status quo in various settings sparked a desire for change. “I felt like I could do certain things better,” she admits. Her journey took a decisive turn when she stepped out of day nurseries and into schools, only to encounter constraints that stifled her vision for childcare.The leap to establish her own nursery 20 years ago was not about leadership or financial gain but a profound commitment to doing “what I felt needed to be done within the childcare sector for the children that came into my care.” Nicola’s leadership story has been singularly focused on putting children at the heart of everything, a philosophy that has permeated every aspect of her work, from staff meetings to leadership seminars.MacGregor’s approach to education is distinct and innovative, eschewing traditional methods for a curriculum deeply rooted in nature, outdoor activities, and artistic expression. This shift was not without its challenges, particularly in aligning parents with the nursery’s ethos. “My leadership’s moved from educating the staff to educating the parents,” she explains.As her own children grew, so did Nicola’s aspirations, leading to a constant pursuit of innovation and improvement. Her team, some of whom have been with her since the beginning, have become accustomed to her dynamic approach to reviewing and refining practices. “I’m constantly trying to innovate. I’m constantly trying to make change,” she states with conviction.Looking ahead, Nicola envisions expanding her impact beyond the nursery, potentially embarking on a campaign for real change in education at large. Her observations of young staff members lacking critical thinking and problem-solving skills have solidified her belief in the need for a fundamental shift in how we educate our youth. Nicola MacGregor’s story is one of passion, dedication, and a relentless drive to foster a connection to nature and creativity in children’s education. It’s a narrative that challenges the conventional, champions change, and above all, places the well-being and development of children at its very core.Values at the Heart of ChildcareNicola holds a deep-seated belief in the power of care, love, and affection in childcare. “Ultimately I want them to be cared for,” she states emphatically, placing the well-being of children above all else. Her values extend beyond mere education and curriculum to the fundamental need for children to feel loved and secure.In a world where policies may sometimes seem disconnected from the needs of the young, MacGregor stands firm in her conviction that physical affection is essential for a child’s development. The relationships her carers build with the children are, according to her, unparalleled, providing comfort not only to the children but also to their parents during those vulnerable early years.Nicola’s second priority is the environment in which the children are nurtured. She envisions a space that is “stimulating, exciting, and reactionary to their needs,” an environment that adapts to the ever-changing nature of children. This dynamic approach inevitably places additional demands on her staff, but it’s a challenge they accept, understanding the importance of constant review and adaptation.However, maintaining the quality of staff has become increasingly difficult. MacGregor points out that recruitment is one of the biggest challenges facing the sector, with quality staff leaving in significant numbers. Despite these difficulties, she finds solace in her core team, some of whom have been with her for over two decades, providing stability and continuity in care.For Nicola, the care provided, the environment created, and the quality of staff are the pillars that support her nursery. Once these are in place, she believes everything else will follow, including the delivery of the curriculum. “We work really hard on making sure that the environment is right,” she explains.A Vision for the Future: Nicola’s Educational LegacyAs the conversation draws to a close, it’s clear that her vision for the future of education is both profound and personal. MacGregor envisions a legacy that will resonate for generations—a complete and absolute change in the education system.“I’m not going to be able to spend the next couple of decades not doing something about it,” the Managing Director states with determination. Her passion for change is fuelled by her firsthand experiences with the current system’s shortcomings, particularly its impact on children’s mental health and natural curiosity.MacGregor’s approach to education is holistic, emphasising the need for a spiritual connection—a sense of being part of something greater. “For me, being spiritual is just being connected,” she explains. This connection, she believes, is crucial for children to understand their place in the world and to foster a sense of purpose.Her frustration with the status quo is evident. “It’s clearly not working and hasn’t been for such a long time,” she says, questioning why society clings to an outdated model. Nicola’s call to action is a rallying cry for educators and parents alike.In the end, Nicola’s legacy is about more than just reforming education; it’s about rekindling the spark of learning in every child. It’s about creating an environment where children are not just taught but understood, valued, and connected to their world. Her legacy, she hopes, will be a new dawn for education, where every child’s potential is nurtured and their passion for learning is everlasting.</div>

Nicola MacGregor's, Managing Director at Inspirations Nurseries, holds an innovative approach to education and an unwavering commitment to children's well-being redefine the future of learning. Ensuring that the children in her care are surrounded by nature, Mac

Nurturing Nature: Nicola MacGregor's Childcare Vision and Educational Legacy

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/david-rai?originalSubdomain=uk">David Rai</a>, the Co-Founder and CEO of <a href="https://www.spartaglobal.com/">Sparta Global</a>, is firmly committed to making his company a vehicle of social mobility. His career, marked by a series of ventures and a relentless pursuit of excellence.Before the inception of Sparta Global, David led a tech managed service business focused on software testing—a venture that laid the groundwork for what was to come. “It’s while I was running that business that the DNA for Sparta Global came around,” he says.The turning point came with the establishment of an internal academy aimed at harnessing the potential of young graduates. Rai discovered that these fresh minds, when trained intensively, “were actually better than the contractors.” This revelation sparked the idea for Sparta Global, a standalone business model with its own academies offering services across various sectors.Rai’s path wasn’t confined to the tech world alone; he dabbled in gaming and hospitality, always driven by an “entrepreneurial spirit.” Yet, it was the tech sector that truly resonated with him, leading to a focus on IT and a commitment to nurturing talent.The challenges were manifold, from the solitary startup phase to learning the art of delegation. “It’s just you on your own,” Rai recounts, emphasising the importance of overcoming the initial hurdles to grow a business. His ability to evolve from a one-man show to leading a team and eventually attracting private equity investment has been pivotal in Sparta Global’s success.Empowering the Next GenerationWhen it comes to the Spartan mission, David speaks with a fervour that is both infectious and inspiring. which is to forge a path for the next generation of tech professionals, particularly those from underprivileged backgrounds. “It’s a compelling proposition to the Spartans,” Rai explains, detailing the company’s dedication to nurturing talent from day one.The Spartans, as Rai affectionately refers to his trainees, are not just employees; they are the embodiment of Rai’s belief in the transformative power of opportunity. Sparta Global’s approach is revolutionary, offering not just training but also immediate employment, with a promise of conversion to prestigious roles within two years.&nbsp;Rai’s strategy is not only about filling the “significant shortage of tech workers in the UK” but also about addressing a broader economic need. He notes the potential cost to the economy, “billions a year,” if the skills gap remains unbridged.The company’s impact extends into the public sector, with Rai proudly mentioning their role in modernising government technology. “We’re effectively creating that next generation of civil servants in tech,” he says, underscoring the importance of their work with central government departments.Recognition for their efforts has come in the form of accolades such as the King’s Awards for Enterprise, reflecting their unwavering commitment to social mobility. Rai dismisses the negative stereotypes often associated with Generation Z, instead focusing on the eagerness and ambition he sees in his Spartans. “You see the fire in there,” he says, speaking of the young people from South London and other challenging environments who are eager to kickstart their careers in tech.Leadership at Sparta Global, according to Rai, requires a delicate balance of “profit and purpose,” with a focus on stakeholder management and critical decision-making. It’s about making a tangible difference, impacting generational wealth, and ultimately contributing to the GDP of the country. Rai’s philosophy is simple yet profound: “Everybody’s a winner.”As Sparta Global continues to chip away at the “million figure” of young people not in employment or training, Rai’s message is one of hope and action. With the advent of AI and the ever-evolving landscape of tech skills, Sparta Global stands ready to lead the charge, equipping the next generation with the tools they need to succeed in an increasingly digital world.A Legacy of Opportunity: David Rai’s Vision for Sparta GlobalDavid’s aspirations for Sparta Global are not just about numbers or business growth; they are deeply personal and rooted in a desire to effect real change. Rai envisions a legacy that transcends the traditional confines of the tech industry, one that is inclusive and empowering. “We’re branching out to include a variety of people, not just the youth, to be able to skill more people up in tech,,” he saysThe measure of success for Rai is not solely in the company’s achievements but in the lives it has transformed. “At the moment, I think we’ve over 4,000 people coming through the programme who we’ve managed to deploy,” he proudly states, acknowledging the tangible outcomes of their efforts.Looking beyond the UK, Rai is determined to take Sparta Global’s model of social mobility and tech education to an international stage. “To internationalise the business and take it to places that also struggle with social mobility is the ultimate goal,” he explains, highlighting the universal relevance of their mission.David Rai’s legacy at Sparta Global is one of empowerment, innovation, and unwavering commitment to social mobility. Through the company, he seeks to create a world where opportunity is not a privilege but a right accessible to all, regardless of background or circumstance. It is a vision that promises to shape the future of tech and the lives of countless individuals around the globe.</div>

Discover the journey of David Rai, Co-Founder and CEO of Sparta Global, as he transforms the tech industry by empowering the next generation of professionals. Learn about his unique approach to social mobility, his commitment to nurturing talent, and his vision for a more inclusive future in tech.

David Rai: The Social Mobility Mission Behind Sparta Global

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">“My life has always revolved around health and social care,” starts <a href="https://www.leadersgb.co.uk/members/sarah-ainge">Sarah Ainge</a>. This dedication to the sector began when she found her niche working with Mencap, aiding those with learning disabilities. “I loved that I could make an impact on a variety of people that were misunderstood and needed the extra help,” she says, her voice imbued with the satisfaction of enabling individuals to live independently.Sarah’s career path took an unexpected detour when she embraced the adrenaline-fueled role of a retained firefighter, a rarity for women at the time. However, motherhood and a close call during a dangerous blaze prompted a reevaluation of priorities, steering her back to the health and social care sector.With 16 years as an NVQ assessor under her belt, Sarah faced a personal battle with breast cancer in 2018, which led to a sabbatical for recovery and reflection. It was during this period that she questioned the increasingly academic nature of NVQ assessments, prompting a decisive career shift. Now, as the Manager of Ashcott House, Sarah oversees a close-knit community of seven residents, cherishing the intimate setting that allows her to know each individual’s needs, wishes, and preferences. “I like the intimacy of me knowing these guys,” she shares, emphasising the importance of the ‘family feel’ in her approach to management.Leadership Through Empathy and EngagementSarah embodies the quintessence of leadership within the care sector. Her approach is not one of distant command but of immersive engagement and example-setting. “One of the main things is to lead by example,” Sarah asserts, emphasising the importance of being willing to do what you expect of your staff. This philosophy has earned her the respect of her team, especially during the trying times of COVID-19 when she would personally cover shifts to ensure continuous care for the residents.Sarah’s leadership style is characterised by a blend of camaraderie and accountability. She believes that a leader should not “rule with an iron fist” as it erodes the team’s respect and support. Instead, she fosters a culture where the home operates smoothly even in her absence.Moreover, Sarah highlights the significance of a “fun nature” and a “willingness to go above and beyond.” She understands that a leader’s demeanour sets the tone for the entire home, affecting both staff and residents alike. By being open and approachable, Sarah creates an environment where staff feel comfortable discussing their problems, leading to a happier, more harmonious workplace.In her own words, Sarah describes the ripple effect of leadership, “What starts at the top comes all the way down to the bottom.” She takes pride in the positive feedback from her staff, who appreciate her leadership style.What’s more, Sarah also values collective decision-making, involving her team in the process to ensure their voices are heard and their contributions recognised. “It’s really important to involve everybody and show appreciation for things,” she notes, highlighting the diversity of perspectives as a strength in addressing challenges and fostering a sense of community.Trends and TribulationsMoving on, Sarah offers a candid perspective on the current trends affecting the sector. Post-COVID, the shift towards online self-diagnosis and the ensuing difficulties in obtaining timely health support have been significant hurdles. “It’s been difficult getting health and well-being support for individuals in this industry without waiting months,” Sarah explains, highlighting the inefficiencies of the referral system.The introduction of weekly paramedic visits at Ashcott House has been a beneficial development, yet Sarah points out that non-emergency services, such as referrals to dieticians or occupational therapists, still face unacceptable delays.Beyond the logistical challenges, Sarah identifies a profound knowledge gap within general practices and hospitals regarding individuals with learning disabilities and mental health issues. She expresses dismay at the lack of support, stating, “The mental health support just isn’t there.” This concern underscores the critical need for enhanced understanding and resources to address mental health.The Ashcott House Manager is also acutely aware of the systemic issues plaguing the healthcare sector, particularly in the wake of the COVID-19 pandemic. Ainge’s concern is not just for her own predicament but for the residents under her care, who also face delays in receiving non-emergency treatments like dietetic advice or occupational therapy.Kindness as a LegacyAs the conversation approaches the end, the essence of Sarah’s character shines through her aspirations for legacy. “Just do something for somebody they can’t do themselves,” she muses, encapsulating her philosophy in a simple yet profound statement. Ainge’s approach to life and work is underpinned by acts of kindness, a principle she holds dear and practices with conviction.For Ainge, her legacy transcends professional achievements; it’s about the human connections and the positive impact she can leave on others. “It feels good to do good,” she reflects, acknowledging the intrinsic reward that comes from helping those in need. Her message is clear: kindness is easy to practise, and its ripple effects can be far-reaching, especially in the health and social care industry where she has dedicated her career. “There’s not enough kindness in this world,” she laments.As our conversation with Ainge draws to a close, she reiterates the importance of understanding the motivations behind those who choose the path of care. The COVID-19 pandemic, while presenting unprecedented challenges, has also cast a spotlight on the critical role of frontline workers—a silver lining that Ainge appreciates. Her personal battles, including her fight against cancer, have only strengthened her resolve to find positivity in adversity and to encourage others to do the same.Ultimately, Sarah’s legacy is not just about the tangible contributions she makes to Ashcott House, but also the ethos of kindness that she embodies and the hope that it will continue to inspire and influence long after her tenure. In a world often marred by harshness, Ainge’s unwavering commitment to kindness serves as a powerful reminder of the good that humanity is capable of.</div>

In this feature, we explore Sarah Ainge's inspiring journey in health and social care, from working with Mencap to managing Ashcott House. Discover her unique leadership style, her commitment to kindness, and how she navigates the challenges of the sector to create a positive impact on individuals' lives.

Sarah Ainge: A Journey of Compassion and Leadership

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Kevin Hewlett A Resilient Ascent to the Summit of Excellence in Care

Nurturing Nature: Nicola MacGregor's Childcare Vision and Educational Legacy

David Rai: The Social Mobility Mission Behind Sparta Global

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